Where to Start to Implement ISO 9001

[batman1056]

Re: Where to Start to Implement ISO9001?

Thanks for the question.

Money counts even in public sector and nonprofit organizations but it is not the measure of success that it is for companies.

I agree - customer satisfaction and perception are key, I am working on a model now that interlinks these back to our strategies.

On another note - "nonprofit" - I should have used the term "more than for profit".

 

[batman1056]

Not been on here for a while - got tied up on other elements - back to implementing ISO9001 - I have listed a descriptions of some of the departments I need to examine and have put a NO next to those I feel are outside the scope of the ISO (as they should in theory not affect the service received by the customer) (see attached)

Am I going down the right route?
I was thinking of engaging with each section - map the inputs and outputs to the customer and start to look at ways quality is checked and managed.

 

[ChrissieO]

Not been on here for a while - got tied up on other elements - back to implementing ISO9001 - I have listed a descriptions of some of the departments I need to examine and have put a NO next to those I feel are outside the scope of the ISO (as they should in theory not affect the service received by the customer) (see attached)

Am I going down the right route?
I was thinking of engaging with each section - map the inputs and outputs to the customer and start to look at ways quality is checked and managed.

I have had a look at your attachment and would be interested to know why you think the areas you have marked NO do not fall into the scope of your ISO certification.

i.e. HR - surely your HR department is crucial to certain elements of your QMS Clause 6.1 & 6.2 at the very least
IT - 6.3 (b + c)
Health & Safety - 6.2, 6.3 + 6.4
Business Planning & Strategic Development - Clause 5

and so on. If your operation needs it to exist then it needs to be in your scope unless these areas are covered by the scope of another part of your organisation.

You need to look at your process interactions and see how all these departments interact with your direct processes

Alternatively

If these areas work for many different parts of the operation and not just yours then should at least be managed as outside suppliers.

I work for a very large multi national and many of our in house services, such as procurement, financial services etc are not directly within our scope and we refer to them and manage them as an outsource supplier holding regular reviews, raising non-conformances and conducting 2nd party audits where deemed necessary, this way you have some control over them without them coming into scope.



Cxx

 

[John Broomfield]

Not been on here for a while - got tied up on other elements - back to implementing ISO9001 - I have listed a descriptions of some of the departments I need to examine and have put a NO next to those I feel are outside the scope of the ISO (as they should in theory not affect the service received by the customer) (see attached)

Am I going down the right route?
I was thinking of engaging with each section - map the inputs and outputs to the customer and start to look at ways quality is checked and managed.

Batman,

I am not sure why you are focused on departments when your focus needs to be on processes starting with the core process(es) that conversts the needs of your customers into cash in the bank.

Viz:

"1. Analyze how the company gets work, does work and gets paid. This is the core process for converting customer needs into cash in the bank.

2. Determine the key processes from the core processes and those necessary to sustain and improve the core process (largely from the system standards and from common sense - such as "Recruiting and hiring".

3. Designate each key process as: As-is or New and name the person who is the expert in each key process. Some process owners may need training before owning the Problem-solving or Auditing process, for example.

4. Analyze the as-is processes with the process owner to define the controls and resources actually used to fulfill each processes' objective (obtain as-is or accuracy review comments from the process teams).

5. Design the new processes with the newly trained process owners and involve the process teams in agreeing their feasibility.

6. Nurture the new processes as they improve the system that runs the business.

7. Enable the leaders to demonstrate their commitment to requirements by helping them to understand their system and explain in their own terms to the employees. Do not allow the System Manager to do this alone.

8. Require a State-of-the-System Report from each management review so the employees know what the system does well, where it needs help and what top management is doing about it."

I shall now take a look at your attachment.

John

 

[John Broomfield]

Not been on here for a while - got tied up on other elements - back to implementing ISO9001 - I have listed a descriptions of some of the departments I need to examine and have put a NO next to those I feel are outside the scope of the ISO (as they should in theory not affect the service received by the customer) (see attached)

Am I going down the right route?
I was thinking of engaging with each section - map the inputs and outputs to the customer and start to look at ways quality is checked and managed.

Without defining your product and scope your system this is pure guesswork. By omitting departments marked NO or MAYBE you seem to have omitted some process experts who can help develop their process-based management system as follows:

Type Scope Clause
Business Planning and Strategic Development NO 5.4
Finance Captial Projects NO 6.1
Finance NO 6.2
Human Resources NO 6.2
IT NO 6.3
Health & Safety NO 6.4
Legal Services NO 7.2
Business data gathering (intelligence) Maybe 8.4
Admin NO 4.2.4

Sorry about the formatting.

John

 

[JaneB]

Without defining your product and scope your system this is pure guesswork. By omitting departments marked NO or MAYBE you seem to have omitted some process experts who can help develop their process-based management system...

Yes, completely agree with you John.

Batman, no you aren't heading down the 'right route'. You need to take a process-centred approach - at all costs, avoid the department-centric one! That way lies misunderstanding and wrong paths.

 

[batman1056]

Many thanks - not being doing much on quality for about 9 months - got tied up with performance and environment - many thanks for the push in the right directions

 

[batman1056]

First stab at a Quallity and Record Policy -- comments appreciated

 

[John Broomfield]

First stab at a Quality and Record Policy -- comments appreciated

Batman,

You do not need a "Record Policy". What you do need is criteria and methods to ensure filing and archiving results in retrievable (by authorized persons) and legible records.

You will note this is a combo of 4.1c and 4.2.4 and not 5.3.

John

 

[batman1056]

John - We do in our organisation - we have no controls over what is record, how its recorded, where it is stored and who owns the information - without the policy we wont get commitment from the sections to support it.

I wanted to go with just QA Policy - with just a one liner, but I have to used the corporate template for a policy.